Profilematch interviewguide sofiesample 79986 by Psychological Consultancy Limited

Profile:Match2™

Interview Guide by Psychological Consultancy Ltd. LAS: Head of Business Development

Sofie Sample [79986-895][PMCNu16atV4][15/07/2009 18:21:09][eg]

Profile:Match2™

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Introduction PURPOSE This guide contains a number of interview questions that will help you confirm the individual’s competency profile as assessed by PROFILE:MATCH™ and to further establish their fit with the requirements of the job. WHAT TRIGGERS AN INTERVIEW QUESTION? Each competency is measured using a blend of various personality scales that make a particular contribution to the specific skills required. If a candidate gets a score on a relevant personality scale that is either too high or too low for that competency then interview questions will appear on this report. Each 'Area to Explore' highlights a potential concern, so that it is clear what you have to make a judgement about. The accompanying questions are designed to look at the issue in two ways i.e. one question asks for an example of a time the candidate was able to work around the problem and the second asks for an example of a time when the problem surfaced and to consider what the consequences were. Occasionally, a candidate may not trigger any of the individual personality scales underlying the measurement of a competency. In this case, there will be five questions that address the competency as a whole. This will enable the candidate to provide further proof of their suitability for the role. These questions will ask the individual if they can describe a time when they displayed a proficient use of this competency or if they have encountered problems in this area. It is also important to note that for some competencies it is possible to get an above average score yet still trigger some 'areas to explore'. This happens when an individual has scored at the optimum level on some contributing personality scales and just missed the optimum on others, resulting in an overall above average score but with some 'areas to explore' for those aspects of personality where the individual scored slightly higher or lower than ideal for that competency. For every competency included in this report, space is provided for you to make notes about the responses to each Interview Question. SUMMARY The summary page may be used to summarise information collected at interview and to condense the candidate’s response to the Interview Questions into critical evidence for and against their suitability for the role with space for your final recommendation. APPENDIX The Appendix at the back of this Interview Guide contains some useful hints and tips about how to incorporate these questions in to the rest of your interview process.

©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540

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Persuasive Communication COMPETENCY RATING PERSUASIVE COMMUNICATION

AREAS TO EXPLORE & INTERVIEW QUESTIONS Sociable: Loses focus easily? Tell me about a strategy you have used at work to ensure others do not distract you from achieving your work goals.

· What was the strategy? · How did working in this way make you feel? · What was the outcome? · What did you learn?

Describe a situation where you lost sight of an objective because you were distracted by interactions with customers or members of your team. · What was the objective? · How did you try to resolve the issue? · What did you learn?

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Results Orientation COMPETENCY RATING RESULTS ORIENTATION

AREAS TO EXPLORE & INTERVIEW QUESTIONS Driven: Prioritises personal goals over business objectives? Tell me about a time when you put others’ goals or wishes before your own.

·What was the goal? ·How did achieving it benefit the individual/team? ·What was the outcome?

Can you think of a time when you put a personal goal before the objectives of your organisation?

·What was the situation? ·What impact did this have on your organisation? ·What was the outcome? ·What did you learn?

Independent Minded: Unconcerned that others have different opinions? Can you think of a time when you listened to the views of others and this helped you to motivate them to achieve the desired result? ·What was the situation? ·Did you find it difficult to keep your own opinions to yourself? ·What was the end result?

Tell me about a time when you may have appeared too dismissive of a plan someone had put in place in order to achieve an objective. ·What was the situation? ·How do you think your reaction impacted this individual’s motivation? ·What was the outcome? ·What did you learn?

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Decision Making COMPETENCY RATING DECISION MAKING

AREAS TO EXPLORE & INTERVIEW QUESTIONS Sofie met each of the requirements for this competency to some degree and no particular concerns were identified. However, a number of questions are given below that could be asked at interview to seek further reassurance of her competence in this area.

CONFIRMATORY INTERVIEW QUESTIONS Tell me about a difficult decision you have had to make that benefited you or your organisation.

· What was the decision? · What other options did you consider? · What was the outcome?

Provide an example of a time when you contributed new ideas in order to improve strategic decision making at work.

· What were your ideas? · How did they improve the decision making process? · How did others respond? · What was the outcome? Tell me about a time when you had to make a decision with little or no time to weigh up your options or possible outcomes. · What was the decision? · How did you reach it in so little time? · How did this make you feel? · What was the outcome? Outline a situation where you struggled to reach a decision about something in the allocated time.

· What was the situation? · Why did you struggle? · How did you reach a decision? · What was the outcome? Can you provide an example of a time when you referred a decision to a more senior colleague rather than taking responsibility for it yourself? · What was the situation? · Why did you not take responsibility? · How did your colleague respond? · What did you learn?

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Strategic Awareness COMPETENCY RATING STRATEGIC AWARENESS

CONFIRMATORY INTERVIEW QUESTIONS Tell me about a time when you made a recommendation that solved a complex organisational problem.

· What was the situation? · To what extent did you look at the 'bigger picture' before making your recommendation? · What other options did you consider? · What was the outcome? Tell me about a time when you were required to compare and contrast various different project strategies.

· What were the strategies? · Why was it important to compare them? · How did you decide on the best one? · What was the outcome? Provide an example of a time when you identified a weakness in a proposal being presented to you.

· What was the situation? · What was the weakness? · How did you identify it? · How did you respond? · What was the outcome? Describe a situation where you found it difficult to achieve a strategic plan you had put in place.

· What was the situation? · Why did you find it difficult? · How did you try to resolve the problem? · What was the outcome? Tell me about a time when someone seemed alarmed or unsettled about a proposal you had made.

· What was the situation? · Why did they respond in this way? · What impact did this have? · What was the outcome? · What did you learn? ©PSYCHOLOGICAL CONSULTANCY LIMITED, 8 MOUNT EPHRAIM, TUNBRIDGE WELLS, TN4 8AS, TELEPHONE: 01892 559540

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Leadership Potential COMPETENCY RATING LEADERSHIP POTENTIAL

AREAS TO EXPLORE & INTERVIEW QUESTIONS Determined to Succeed: Ability to lead others towards their goals is compromised by focus on personal achievements? Describe a time when you felt it was important to put your personal ambitions aside, in order to accommodate the objectives of others. ·What was the situation? ·How did you accommodate them? ·How did doing so make you feel? ·What was the outcome?

Provide an example of a time when your desire to get ahead may have affected the extent to which you were available to support others towards their own goals. ·What was the situation? ·How did others respond? ·What was the outcome? ·What did you learn?

Leadership Style 1: Relies too heavily on their high social impact to inspire others? Tell me about a project you completed that had a positive reaction from others despite you not being physically present to promote it. ·What was the situation? ·How did you feel about not attending? ·How did it inspire others? ·What was the outcome? ·What did you learn? Outline an example where you found it difficult to influence others using non-verbal contact (e.g. written communication).

·What was the situation? ·Why did you find it difficult? ·How did you communicate the information? ·What was the outcome?

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People Management COMPETENCY RATING PEOPLE MANAGEMENT

AREAS TO EXPLORE & INTERVIEW QUESTIONS Assertive: Unwilling to collaborate with others? Tell me about a time when you saw an opportunity for a member of your team to gain recognition or advance their status. ·What was the situation? ·How did this make you feel? ·What was the outcome? ·What did you learn?

Describe a time when you have put your own desire for recognition before building an effective relationship with your team. ·How do you think this impacted them? ·What was the outcome? ·What did you learn from this experience?

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Analytic COMPETENCY RATING ANALYTIC

CONFIRMATORY INTERVIEW QUESTIONS Give me an example of a project you completed that demonstrates your ability to analyse and critically evaluate information. · What was the project? · How did you feel about it? · How did you ensure any assumptions you made were evidence based? · What was the outcome? Tell me about a time when you questioned the approaches taken by others to analyse information.

· What was the situation? · Why did you question them? · What would you have done differently? · What was the outcome? Provide an example of a time when you questioned the way someone had analysed information and interpreted the result. · What was the situation? · Why did you question their approach? · How did they respond? · What was the outcome? Give an example of a situation where you were too quick to dismiss the results of what appeared to be a superficial analysis. · What was the analysis? · Why did you dismiss it? · What should you have done differently? · What did you learn? Give an example of a situation where you were too quick to dismiss the results of what appeared to be a superficial analysis. · What was the situation? · Why was it difficult? · What did you do? · What did you learn?

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Commitment COMPETENCY RATING COMMITMENT

AREAS TO EXPLORE & INTERVIEW QUESTIONS Compliant: Works to own agenda Provide an example of a time when it was important to discuss the potential impact of a project with more experienced colleagues. ·What was the project? ·Why was it important to discuss with them? ·What was the outcome?

Tell me about a time when you made an impulsive decision at work that you should have discussed with a supervisor beforehand. ·What was the decision? ·Why did you not discuss it? ·What was the outcome? ·What did you learn?

Loyal: Finds it difficult to commit to organisational objectives? Tell me about a time when you made a commitment to your team or organisation and saw it through to completion.

·What was the commitment? ·What challenges did you experience? ·What was the outcome? ·What did you learn?

Describe a situation where you found it difficult to commit yourself to a work task that was not something you agreed with. ·What was the task? ·Why was it difficult to commit yourself? ·What was the outcome?

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Commitment Assertive: Personal achievement higher on agenda than working towards organisational goals? Tell me about a time when you sacrificed working towards a personal goal in order to help your organisation achieve an important objective. ·What was the situation? ·How did it make you feel? ·Why was it important to put your organisation first?

Tell me about a time when you put achieving a personal goal before working towards a target outlined by your organisation. ·What was the situation? ·Why did you put your personal goal first? ·How did others respond? ·What did you learn?

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Resilience COMPETENCY RATING RESILIENCE

CONFIRMATORY INTERVIEW QUESTIONS Tell me about a strategy you have used that helped you to stay positive about challenges you encountered at work.

· What was the situation? · How do you usually feel when you encounter a setback? · How did you overcome the challenge? · What did you learn? Tell me about a time when it was important to stay calm when addressing a difficult issue such as conflict or a personal attack at work. · What was the situation? · Why was it important to remain calm? · What was the outcome? · What did you learn? Give an example of a time when your trust and optimism in someone's ability gave them a necessary confidence boost.

· What was the situation? · How did you express your optimism? · How did they respond? · What was the outcome? Describe a situation where you became very stressed after a difficult experience while working on a project.

· What was the situation? · Why was it so difficult? · What was the outcome? · How do you typically manage stress? · What did you learn from this situation? Tell me about a time when you were unnecessarily pessimistic about how you thought a project would turn out.

· What was the situation? · Why were you pessimistic? · What was the actual outcome? · What did you learn?

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Self-Confidence COMPETENCY RATING SELF-CONFIDENCE

AREAS TO EXPLORE & INTERVIEW QUESTIONS Commanding: Reluctant to let others lead the way? Tell me about a time when you recognised it was important for a colleague rather than yourself to take the lead on a project. ·What was the situation? ·Why was it important for them to take the lead? ·How did it make you feel? ·What was the outcome? ·What did you learn? Provide an example of a time when you may have been too forceful in putting forward your ideas.

·What was the situation? ·How do you think you made colleagues feel? ·What was the outcome?

Status Seeking: Forcefulness in pursuing goals upsets team dynamics? Tell me about a time when you changed your way of working in order to fit with the dynamics of your team.

·What was the situation? ·Why was it important that you changed your approach? ·How did others respond? ·What was the outcome?

Outline a situation where you were more concerned with receiving recognition for yourself than working collaboratively with those on your team. ·What was the situation? ·Why were you so keen put your own status before that of the team? ·How did others respond? ·What was the outcome?

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Summary page Candidate name Interviewer name(s) Interview date Position applied for Signed

Critical evidence against

Critical evidence for

Recommendation

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Appendix - how to use the Interview Guide WHEN TO ASK THE QUESTIONS RAISED ON THE INTERVIEW GUIDE Before introducing the questions from the Interview Guide, it is important to ease the candidate gently into the interview and build a sense of rapport. Begin with your usual interview questions such as 'Tell me about yourself' or 'Why do you want to work at our organisation?'. The candidate may then feel more comfortable when it comes to answering the questions raised on the report, which they could find more challenging. INCORPORATING QUESTIONS FROM THE INTERVIEW GUIDE INTO EXISTING INTERVIEW PROCESS You may want to introduce the questions from the Interview Guide into the existing interview process by clearly explaining that the questions to follow will be based on the personality assessment taken prior to the interview. You should make it clear that the questions raised on the Interview Guide will be related to competencies that have been identified as key to this role and that this assessment process has highlighted particular points for discussion in relation to these competencies. You should also consider that some individuals may be caught off guard, possibly needing more time to think about their response than they would for more typical interview questions. Candidates should be given some time to think after a question is asked and you should offer encouragement so that they feel more at ease. USING PROBES Probing questions, such as 'What was the situation? How did you respond? How did it make you feel...?' have been included alongside the interview questions as they can encourage the candidate to provide further information about a specific experience when the evidence provided is not sufficient. It is important that you use your own judgement in terms of whether the candidate has provided enough evidence, and when it is necessary to use the probes. ADAPTING THE INTERVIEW QUESTIONS You may need to modify or develop an interview question to arrive at a confident decision about a candidate's competence. For example, in situations where an individual's experience does not relate to a specific question you will need to be flexible and use your own judgement when deciding how to present the question. Furthermore, the probes provided along with the interview questions are guidelines and may need to be modified depending on the way in which a candidate has responded, or the amount of evidence they have provided. EVALUATING RESPONSES The purpose of all the questions is to check an interviewee’s self-awareness of the points being raised and whether their personality and individual competencies align with the requirements necessary for effective performance in the job. Taken together these points will allow you to assess whether a candidate is potentially suitable for the role. The points below may be taken into consideration when rating candidates’ answers to the questions contained in the Interview Report: 1. Appropriateness of the response, i.e. does it answer the question? 2. Quality of the response in terms of depth and detail, i.e. how well does it answer the question? were all of the probes required? 3. What does the response reveal about the candidate, what impression do they give e.g. pro-active, showing initiative, leadership, impulsivity, good management skills, communicative skills, inappropriate language or behaviour? 4. What does the response reveal about the candidate’s self-awareness, e.g. aware of limitations as well as talents?

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